Is disruptive thinking the key to solving the ‘Pale, Male & Stale’ boardroom challenge?

Efforts to improve diversity within the corporate world have been ongoing for several years. While some progress has been made, figures show that, at the executive level, businesses still have a long way to go.

Globally, only around a third of CEOs are women. A recent survey of FTSE 100 companies, carried out by Green Park, found that only 11 top roles were filled by people of colour, while none were filled by openly LGBTQ+ individuals.

Ironically, this lack of diversity even extends to Inclusion and Diversity (I&D) departments themselves. The same report found that just 29% of I&D-focused roles were held by people of colour. While there is broad agreement that this issue does need to be tackled, current business practices do not appear to be capable of coming up with solutions.

The business case for embracing diverse leadership has never been stronger. According to the intelligence firm McKinsey, the (relatively few) companies with diverse leadership are more likely to outperform their industry peers.

Yet the conversations around diversity at the executive level can become frustratingly circular. It is easy to pay lip service to the idea, but to enact true change, company leadership must challenge the way they currently do things.

A lack of disruptive thinking means attitudes towards the ‘pale, male, and stale’ problem can become entrenched. Many employers hire in their own image, and this is no different for C-suite roles.

It can be difficult for executives to examine these unconscious biases and historical structures which they may have benefitted from. Equalising these power structures which have, in some cases, been in place for centuries is a society-wide issue, but it is one that requires business leaders to challenge themselves.

These challenges can sometimes prove to be uncomfortable, but they are required if a company is to reach its potential in today’s global marketplace. The future is in equity, not equality.

Equity vs Equality

Equity is all about ensuring each individual is provided for according to their needs. This differs from equality, which is all about treating every individual the same regardless of their background.

While equality should be the long-term goal, businesses must work now to address the disparity in outcomes experienced by women and minority groups. Equity is the only way businesses can eventually achieve equality.

Forcing oneself to think disruptively is often difficult. Many companies pride themselves on their culture and naturally want a leadership team that aligns with and upholds that culture. However, what business leaders should do is consider how diverse backgrounds and approaches can add to this culture, making it healthier for the whole workforce as a result.

If a company was struggling, it would naturally explore every avenue it could to succeed. They would be more open to new perspectives and disruptive ideas. This raises the question: why don’t they embrace this mindset anyway?

The most successful businesses behave as if they are struggling by constantly challenging and never allowing themselves to become too comfortable. This has to apply to the executive level, too.

By root-and-branch overhauling recruitment strategies to attract qualified individuals from diverse backgrounds, those in the C-suite give themselves the best chance of success. And because diversity, equity, and inclusion must be pervasive changes, they must be initiated from the top.

A blueprint for change

Any disruptive strategy must be carefully planned. The myth about disruptive ideas is that they arrive in lightbulb moments – revolutionary bursts of innovation. In truth, disruptive ideas do not necessarily need to be innovative at all and, in fact, are as much about tearing down old archetypes to build something better.

This requires a plan – you cannot rebuild a house without a blueprint. There is no one-size-fits-all approach to this, so each business must work out how to overcome these challenges themselves, or with the help of a partner such as Amrop’s Diversity Journey Program.

Disruptive thinking is not easy – if it was, everyone would be doing it.

However, when it comes to addressing deep-rooted systemic issues such as the ‘pale, male, and stale’ effect, there is no alternative. Simply having the conversations about diversity, while useful, mean nothing if actual progress is limited.

Such a pervasive cultural change in an organisation needs to come from the top – the time is now for business leaders to challenge themselves and to reap the rewards of diverse, inclusive leadership.

For more information on Amrop UK, please visit www.amrop.co.uk